TH 8651
TH 8651
TH 8651
SERVICE, KARNATAKA
Thesis submitted to the University of Agricultural Sciences, Dharwad in partial fulfillment of the requirements for the Degree of
By
SANDIKA A. L.
DEPARTMENT OF AGRICULTURAL EXTENSION EDUCATION COLLEGE OF AGRICULTURE UNIVERSITY OF AGRICULTURAL SCIENCES, DHARWAD 580 005 AUGUST, 2006
ADVISORY COMMITTEE
PLACE :DHARWAD DATE: AUGUST, 2006 Approved by : Chairman : (J. G. ANGADI ) MAJOR ADVISOR
Members :
CONTENTS
CHAPTER NO. TITLE
INTRODUCTION REVIEW OF LITERATURE METHODOLOGY RESULTS DISCUSSION SUMMARY REFERENCES APPENDIXES ABSTRACT
LIST OF TABLES
Table No. 1. 2. 3. 4. TITLE Organizational climate perception of VOs and VLIs Statistical difference between the means of organizational climate perception of VOs and VLIs Job performance of VOs and VLIs Statistical difference between the means of job performance of VOs and VLIs 5. Association of job performance of VOs and VLIs with their organizational climate perception 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Distribution of respondents according to their age Distribution of respondents according to their education Distribution of respondents according to job experience Distribution of respondents according to training received Distribution of respondents according to their Information Seeking Behaviour Distribution of respondents according to their perceived workload Distribution of respondents according to their job involvement Distribution of respondents according to their job stress Distribution of respondents according to their job satisfaction Distribution of respondents according to their overall satisfaction with availability of facilities and resources 16. 17. 18. 19. 20. Respondents perception of availability of facilities and resources Association of independent variables of VOs and VLIs with their organizational climate perception Contribution of independent variables of VOs and VLIs towards organizational climate perception Constraints in job performance of VOs and VLIs Suggestions to improve the organizational climate
LIST OF FIGURES
Fig. No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10 11. 12. 13. 14. 15. 16. TITLE Organizational structure of Department of AH & VS Conceptual Model of the Study Study Area Distribution of respondents according to their organizational climate perception Distribution of respondents according to their job performance Distribution of respondents according to their age Distribution of respondents according to their education Distribution of respondents according to their job experience Distribution of respondents according to their training received Distribution of respondents according to their perceived workload Distribution of respondents according to their job involvement Distribution of respondents according to their job stress Distribution of respondents according to their job satisfaction Distribution of respondents according to their overall of satisfaction with availability of facilities and resources Empirical Model Constraints in job performance of VOs and VLIs
LIST OF APPENDICES
Appendix No. 1. 2. 3. 4. 5. TITLE Institutional structure of the Department of AH & VS District wise livestock population in North Karnataka District wise number of veterinary institutions in North Karnataka Availability of facilities and resources at department Interview Schedule
ABBREVIATIONS
AD Assistant Director Assistant Director of Agriculture Assistant Director of Fisheries Agricultural Extension Officer Animal Husbandry and Veterinary Service Artificial Insemination Center Agricultural Officer Anganawadi Worker Gross Domestic Production Integrated Child Development Service Karnataka State Department of Agriculture Karnataka State Department of Fisheries Mobile Veterinary Unit National Agricultural Extension Project Poly Clinic Primary Veterinary Center Subject Matter Specialist Training and Visit system Veterinary Dispensary Veterinary Hospital Veterinary Livestock Assistant Veterinary Livestock Inspector Veterinary Officer
AWW GDP ICDS KSDA KSDF MVU NAEP PC PVC SMS T and V VD VH VLA VLI VO -
I.
INTRODUCTION
Agriculture is a vital sector of Indian Economy, as it contributes 29.40 per cent of national GDP and 64 per cent of the total work force. Agricultural production in India has increased many folds since independence; from a production capacity of 50 million tones in 1951 to 212.05 million tones in 2003-04. In agriculture, animal husbandry and dairy sector plays vital role and its output constitutes about 30 per cent of countrys agricultural output. Animal Husbandry and Dairy Development plays a prominent role in the rural economy in supplementing the income of rural households particularly, the landless and small and marginal farmers. It also provides subsidiary occupation in semi-urban area and more so for people living in hilly, tribal and drought prone areas where crop output may not sustain the family (Anonymous, 2005). India has the largest livestock population in the world. It account for 57 per cent of the worlds buffalo population and 15 per cent of the cattle population. The country has about 19.9 crore cattle and 9 crore buffaloes as compared to 15.5 crore and 4.3 crore buffaloes in 1951 (Anonymous, 2004). India possesses 27 acknowledged indigenous breeds of cattle and seven breeds of buffaloes. Various central and centrally sponsored schemes are being implemented for genetic improvement of cattle and buffalo with a view to enhance the per capita availability of consumption of milk through increased milk production. The Department of Animal Husbandry and Veterinary Service plays a prominent role in developing the livestock sector in the Karnataka state. The population of Cattle was 108.31 lakhs, buffaloes 43.67 lakhs and sheep 80.03 lakhs and poultry 21 399 lakhs. There are 3 774 veterinary institutions in the Karnataka state, through which the department renders veterinary services with an aim of reducing mortality rate among livestock, by taking up quick preventive measures against diseases, treating the sick animals and carrying out other extension works and socio economic activities (Anonymous, 2005). The Department of Animal Husbandry and Veterinary Service is a technical department with the main responsibility of ensuring all round development of animal husbandry sector. The main objectives of the Department of Animal Husbandry and Veterinary Service in the state are two-fold, 1. 2. to provide health coverage to all the domestic animals both for contagious and non contagious diseases. to take up livestock development activities for increasing the productivity of livestock, for the benefit of both producers as well as consumers.
The Department of Animal Husbandry and Veterinary Service is implementing the various programmes and activities at state level, district level, zilla panchayath level as follows.
1. Breeding programmes
The Department is engaging in extending artificial insemination facilities for cattle and buffaloes with exotic dairy breeds and pedigreed buffalo bulls for the improvement of the genetic merit for milk production and draught ability of the non-descript animals. Further, to accomplish the upgrading programme the department uses the semen technology of frozen , Jersy, Khillar, Deoni breeds in cattle and Murrah and Surthi breeds in Buffaloes with local breeds of cattle and buffaloes. More over, Poultry Development, Sheep and Wool Development, Piggery Development, Fodder Development and Rabbit Breeding programme are conducted by the department to enhance their productivity.
2. Health coverage
Animals are protected every year against contagious disease like Black quarter, Heamoragic septicemia, Foot and Mouth disease in cattle, sheep etc, Entero toxemia in sheep and goat and Raniket in birds. Besides, providing treatment facility for various ailments in all the veterinary institutions also is a activity of the department.
3. Extension activities
Farmers are given knowledge of scientific raring of animals in Grama sandharashan, Kissan samparka sabhas by organizing training programmes. Animal health camps and cattle and dog shows are also arranged under these programmes. Further, Training to in-service personnel and students etc. as well as farmers in various aspects of dairying, sheep rearing, poultry, piggery and feeding practices. Hence, department has implemented several Socioeconomic programmes like Livestock Production programme, Special Component Plan, Tribal sub plan, Command Area Development, Integrated Development of Western Ghats, Drought Prone Area Programme etc.
6. Sujala Yojana
Under this programme interested and selected farmers are given training as Gopal Mitras to take up artificial insemination programme in rural areas. They are also provided with liquid nitrogen container and minor veterinary kits.
Objectives
1. To study the organizational climate perception and job performance of Veterinary Officers (VOs) and Veterinary Livestock Inspectors (VLIS). 2. To ascertain the personal and job related characteristics of VOs and VLIs influencing the perception of organizational climate. 3. To ascertain the constraints in job performance of VOs and VLIs. 4. To suggest the appropriate measures to improve the organizational climate of Department of Animal Husbandry and Veterinary Service.
Fig 1: Organizational structure of Department of Animal Husbandry and Veterinary Service, Karnataka
2.1
The organizational climate has been defined as follows, Forehard and Gilmer (1964) defined organizational climate as the set of characteristics that are specific to a particular organization that may be induced from the way that organization deal with its members and its environment. For the individual members within the organization, climate takes the form of a set of attitudes and expectancies, which describe the organization in terms of both static characteristics and behaviour outcome and outcome-outcome contingencies. Taylor and Bowers (1970) defined organizational climate as the perceived traits of organizational stimuli which become group property through interpersonal interaction and which modify overall behaviour within the organization. Julius and Lloyd (1971) perceived that organizational climate is the product of interaction between ones personality variables and different aspects of the organization. Koehler et al. (1976) felt that individuals can respond to the organizational climate only in terms of their perception of it, whether or not the perception is accurate. Chattopadhyaya and Agarwal (1979) tried to understand the concept of organizational climate by examining the various available models. They explained organizational climate as a psychological environment prevailing in the organization, which is an outcome of a number of variables in the social system, organization and also of the individual members. According to Chung and Megginson (1981), organizational climate refers to the psychological make up of a group or an organization and is composed of members perception of various group dimensions. The essence of the meaning and usefulness of organizational climate, as quoted by Massie (1985) is the degree and quality of the environmental factors essentially reflected by members perceptions. Poole (1985) explained that the construct implied by the term organizational climate is important for organizational theory, because it represents the linkage between the organizational situation and members cognitions, feelings and behaviours.
Prakasam (1986) defined organizational climate as the shared perception of the employees who work and live together in the organization. It is the sum total of individual perceptions regarding organizational procedures, policies, practices and it represents the psychological environment in the organization consisting of individual perceptions and opinions framed upon the micro events that happen to them as well as to others over a period of time. Sundaraswamy et al. (1991) defined organizational climate as the human environment within which organizations employees do their work. Gogoi and Talukar (1992) in the research study on organizational climate of the State Department of Agriculture, Assam considered the organizational climate as the measurable property of work environment prevailing in that organization. Meti (1992) in his study on organizational climate perception and job satisfaction of Agricultural Assistants in NAEP, Karnataka state operationalized the term organizational climate as the level of perception of Agricultural Assistants about the work place, facilities, coworkers and leadership. Sontakki (1995) in his study on organizational climate of KSDF by its taluk level personnel operationalized the term as the level of perception of fisheries extension personnel working at taluk level about the degree of favourableness or unfavourableness of the identified organizational dimensions namely programme planning, communication, decision making, supervision and guidance, programme implementation, organizational structure and personnel management prevailing in the Karnataka State Department of Fisheries. Prasad (2000) revealed that organizational climate serves as the guideline for dealing with people and has a major influence on motivation and productivity of individuals as well as total work group. Further he explained that factors in organizational climate are organizational structure, individual responsibility, rewards, risk and risk taking, warmth and support, tolerance and conflict. Above review on the concept of organizational climate would give numerous definitions. While, majority of the concepts indicated that various element dimensions of the organizational climate viz., organizational situation, members cognitions, attitudes, feelings, behaviours, facilities, co-workers, leadership, organizational procedures, policies, practices, programme planning, communication, decision making, supervision and guidance, programme implementation, organizational structure and personnel management etc.
2.2
Different authors have defined job performance in different ways. Davar (1969) stated that performance is a function of an individuals ability, knowledge and motivation. Davis (1981) defines job performance as how an individual actually performs in a given position, as distinct from how he is supposed to perform. Bhardwaj et al. (1989) defined job performance as the extent of performance of the job in view of expectation as stated in the job chart. Arya et al. (1998) pointed out that job performance is dependent not only on the persons present skill and abilities but also on organizational climate and job satisfaction.
Subba (2001) referred job performance as the degree of accomplishment of the tasks that make up on individuals job. It indicates how well an individual is fulfilling the job demands. Sharma (2002) explained that performance is two things (i) it is the results that people get on the job and (ii) it is whatever they do that affects these results. Performance is the outcome of actions on the job and it is also the actions that produce that outcome. Review of literature on the concept of job performance would shows that there are numerous definitions playing jugglery with words. While, some define the concept as actions and behavoiurs of individuals in his or her job irrespective of outcome others define it as the ultimate product due to the efforts of an individual.
2.3
The typological approach or strategy identifies types of climate for example, democratic, authoritarian or achievement-oriented climate. This approach is characterized by integrated wholes i.e. integrated sets of properties. Further, it assumes that members react to their organization as whole. 2.3.1.2 Dimensional description / approach
This is the most widely followed approach and it assumes that climate are best described in terms of a set of distinct dimensions, each of which is regarded as a separate variable meaningful to organizational members in its own terms. Situational variation in climate is then reflected in different values on the various dimensions. According to this approach, there are as many potential climates as there are combinations of values on the dimension, (Sontakki, 1995). Further, in his study on organizational climate perception of taluk level fisheries extension personnel, he had developed the schedule to measure the organizational climate perception of extension workers based upon various aspect such as Communication, Decision making, Programme planning, Supervision and guidance, Programme implementation, Organizational structure and Personnel management.
2.3.2
Review of literature on the measurement of job performance of the employees shows the numerous measuring techniques. Superior ratings, self-ratings or subordinate ratings and performance appraisal are commonly used to measure the job performance. Heyel (1973) performance appraisal is the process of evaluating the job performance and qualification of the employees in terms of the requirements of the jobs for which he is
employed for purposes of administration including placement, selection, promotions, providing financial rewards and other action which require differential treatment among the members of a group as distinguished from their actions. Chunawalla and Srinivas (1980) defined performance appraisal as the systematic assessment of an employee in terms of the performance, aptitude and other qualities necessary for successfully carrying out his job. Radhakrishnamurthy (1987) in his study on Diagnostic study on the role performance of agricultural officers and village extension workers of T and V system in Andra Pradesh, assessed the job performance by applying self-rating method. Sundarswamy and Perumal (1997) assessed the performance level of assistant agricultural officers by using self-rating methods and rating by their immediate superior. Bharadwaj et al. (1989) stated that job performance is the extent of performance of the job in view of expectation as stated in the job chart. Mishra (1990) used a combination of self-rating and rating by superiors for role performance of village extension workers while, Bosco (2000) employed the self-rating methods for his study. Subba Rao (2001) explained that, appraising the performance of individuals, group and organizations is a common practice of all societies. While in some instance these appraisal processes are structured and formally sanctioned in other instances they are an informal and integral part of daily activities. Further performance appraisal is a method of evaluating the behaviour of employee in the work spot, normally including both the quantitative and qualitative aspects of job performance. Generally, content to be appraised is determined on the basis of job analysis. Content to be appraised may be in the form of contribution to organizational objectivities. Other measures are based on 1. behaviour which measure observable physical action, movements 2. objectives which measure job related results like amount of deposits mobilized 3. traits which are measured in terms of personal characteristics.
2.4
18.00 per cent of them perceived the organizational climate of NAEP as highly facilitating and least facilitating, respectively. Nagnur (1992) measured the perception of organizational climate of Anganawadi Workers (AWWs) of ICDS project in Dharwad district of Karnataka and discovered that the high percentage (71.54%) of AWWs belonged to medium category of organizational climate perception while 15.00 and 13.45 per cent of the AWWs belonged to high and low perception categories, respectively. Rahad et al. (1995) found that none of the village extension workers working under T and V system in Maharasthra performed poorly, whereas 0.42 per cent, 10.83 per cent, 48.92 per cent and 40.50 per cent village extension workers were found in job performance either below average, average, good and excellent, respectively. Sontakki (1995) in his study on organizational climate perception of taluk level fisheries extension personnel found that majority (51.25%) of the respondents belonged to favourable category of organizational climate perception followed by more favourable and less favourable categories among 25.00 per cent and 23.75 per cent extension personnel, respectively. Halakatti and Sundaraswamy (1997) in their study on organizational climate perception of Agricultural Assistant in Karnataka found that majority (68.00%) of them belonged to medium level of organizational climate perception followed by 22.00 and 10.00 per cent of them who belonged to low and high categories. Jaiswal et al. (1997) indicated that 59.00 per cent of rural extension officers in Maharasthra belonged to medium category of job performance, followed by 22.00 per cent in low and 19.00 per cent in the high job performance category. Meti and Katteppa (1997) in their study on perceived organizational climate with job satisfaction of Agricultural Assistants, found that majority (59.00%) of the respondents perceived the organizational climate as facilitating, followed by highly and least facilitating (23.00% and 18.00%), respectively. Babykumari et al. (1998) studied the organizational climate of a farm university viz., Agricultural College and Research Institute, Madurai and Killikulam Horticultural College and Research Institute, Periyakulam and found that 45.00 per cent of the farm scientists perceived the organizational climate as favourable followed by less favourable (28.33%) and more favourable (26.67%). Veeraswamy et al. (1999) in their study on motivational climate and job satisfaction of farm scientists reported that majority (75.00%) of them belonged to medium organizational climate perception category, followed by 13.00 and 12.00 per cent who belonged to high and low organizational climate perception, respectively. Nagananda (2005) in his study on organizational climate perception of Assistant Directors of Agriculture and Agricultural Officers of Karnataka state Department of Agriculture (KSDA), found that majority of the Assistant Directors of Agriculture (73.30%) and around fifty per cent of Agricultural Officers (53.30%) perceived the organizational climate as favourable, while 40.00 per cents of Agricultural Officers and 8.30 per cent of Assistant Directors of Agriculture perceived was less favourable. The inference that could be drawn on the basis of studies reviewed on organizational climate and other related concepts are that the climate, invariably in almost all the reviewed studies, has been perceived differently by the organizational members thereby lending empirical support to the premise that the concept climate is differential. Further, the assessment of an employees organizational climate perception is very important for understanding their level of job performance job involvement and job satisfaction and overall efficiency in the job. However, in majority of above studies the respondents were found to have perceived organizational climate perception as favourable followed by less favourable and more favourable.
2.4.2
Job performance
Nagnur (1992) in her study on organizational climate perception and job performance of Anganawadi workers, found that majority (67.31%) of the AWWs belonged to medium job performance category while those in the high and low categories were 20.00 and 12.69 per cent, respectively. Halakatti, and Sundaraswamy (1998) studied the job performance characteristics and constraints of Agricultural Assistants in T and V system of Karnataka and found that majority of Agricultural Assistants had medium level job performance (71.85%) and low (13.59%) and high (14.56%), respectively. Bosco (2000) in his study on job performance and job satisfaction of Assistant Agricultural Officers revealed that more number (85.36%) of the Assistant Agricultural Officers belonged to high job performance category, while 14.63 per cent were in medium job performance category and that none of the Assistant Agricultural Officers belonged to low job performance category. Nagananda (2005) studied organizational climate perception of Assistant Director of Agriculture and Agriculture Officers of KSDA and found that the high per cent of Assistant Directors of Agriculture (76.70%) and Agriculture Officers (63.30%) belonged to medium job performance category. From the above studies, it becomes clear that job performance is the extent to which different job activities are performed by an individual employee in a given position. The assessment of an employees job performance is very important for understanding their level of efficiency in the job. However, in majority of above studies the respondents were found in medium level of job performence.
2.5
2.5.1 Age
Mankar et al. (1992) in their study on personal and professional policies of Village Extension Workers of T and V system found that majority (75.00%) of the respondents belonged to young age group followed by middle age group (18.75%) and high (6.25%) age group. Menasinahal (1992) revealed that 44.00 per cent of the respondents were in middleaged group, while an equal percentage of respondents were found in the categories of young and old age groups (28.00%). Vijayalaximi (1993) in her study on job performance and job satisfaction of Anganawadi workers found that majority (70.63%) of respondents belonged to medium age category and 15.00 per cent and 14.37 per cent belonged to high age category and low age categories respectively. Patel et al. (1994) in their study on performance of Agricultural Extension Officers reported that 49.00 per cent of Rural Agricultural Extension Officers working under T and V system in Madhya Pradesh belonged to the age group of 31 45 years, while 37.00 per cent were below 30 years of age and 14.00 per cent were above 45 years of age. Sontakki (1995) found that 47.50% per cent of the respondents were old aged, followed by 37.50 and 15.00 per cent, who belonged to middle age and young age groups, respectively.
Purushothama (1997) in his study on job perception, job performance and job satisfaction of range forest officers found that nearly 34.00 per cent of them belonged to old age group while 37.03 per cent of them belonged to young age group. Halakatti and Sundaraswamy (1998) in their study on job performance characteristics and constraints of Agricultural Assistants in T and V system of Karnataka found that majority of Agricultural Assistants (84.95%) were from middle age group. Bosco (2000) in reported that 51.21 per cent of Agricultural Assistant Officers were in the age group of 35 50 years, while 42.63 per cent of them were above 50 years of age and only 6.09 per cent of the Agricultural Assistant Officers were below 35 years of age. Nagananda (2005) in his study on organizational climate perception of Assistant Director of Agriculture and Agriculture Officers of KSDA found that 40.00 per cent of Assistant Directors of Agriculture as compared to Agriculture Officers (23.30%) were in young age group. But, more percentage of Agriculture Officers (50.00%) than Assistant Director of Agriculture (30.00%) belonged to middle age group.
2.5.2 Education
Mankar et al. (1992) observed that majority (58.33%) of the village extension workers had agricultural certificate, followed by 33.33 per cent of them were agricultural graduates and 8.34 per cent had HSSC and PG level education. Vijayalaxmi (1993) observed that higher percentage (72.50%) of AWWs were educated up to SSLC, whereas 21.88 per cent of respondents had undergone PUC and TCH / NTC course and only 5.62 per cent of them were graduates. Patel et al. (1994) in their study on performance of Agricultural Extension Officers reported that 67.00 per cent of Rural Agricultural Extension Officers working under T and V system in Madhya Pradesh had low level of education qualification up to higher secondary level, while 33.00 per cent had high educational qualification such as graduation or above. Sontakki (1995) found that majority of the respondents (57.50%) had fisheries education background, while remaining 42.50 per cent did not have any formal educational background in fisheries. Purushothama (1997) noticed that a greater proportion of respondents (73.97%) belonged to medium educational group and rest 26.04 per cent to highly educated group. Halakatti and Sundaraswamy (1998) found that majority of (80.10%) were educated up to either SSLC or intermediate. Only few were educated up to Bachelors degree. Bosco (2000) observed that 60.67 per cent of the Assistant Agricultural Officers had received 10 year of formal education i.e., SSLC, 3.65 per cent had received education up to PUC level, 6.09 per cent were arts or science graduates, 26.83 per cent of the Assistant Agricultural Officers had bachelors degree in agriculture, while 2.43 per cent had masters degree in agriculture. Manjunath (2004) from the study on analysis of job perspective and scientific productivity of scientists reported that majority (71.43%) of extension workers belonged to medium education category, whereas, 23.81 per cent and 4.76 per cent of them belonged to low and high educational categories, respectively. Nagananda (2005) reported that the majority (70.00%) of Assistant Director of Agriculture as compared to Agriculture Officers (30.00%) were M.SC. Graduates.
2.5.3 Training
Balasubramanian and Perumal (1991) from their study on fisheries extension personal of Tamil Nadu observed that majority (66.00%) of respondents attended 1 2 trainings, 29.00 per cent attended 3 4 trainings and only 5.00 per cent attended 5 6 training. Thippeswamaiah (1991) observed that 13.00 per cent of them received no training at all, 16.00 per cent of them received less than seven days training, 19.00 per cent of them received 8 15 days training, 30.00 per cent of them received 16 30 days training and 22.00 per cent of them attended trainings of 30 days and above. Mankar et al. (1992) found that 87.50 per cent of respondents received refreshers training. Menasinahal (1992) observed that 51.33 per cent of the respondents had received inservice training for a duration of more than 30 days, whereas 30.00 and 4.67 per cent of respondents had received in-service training of the duration 15 30 days and up to 15 days, respectively. But, only 14.00 per cent of respondents had not undergone any training at all. Vijayalaxmi (1993) in her study on job performance and job satisfaction of Anganawadi workers of Gadag and Ranebennur taluk, observed that higher percentage (65.62%) of AWWs received only one training during their entire service at the time of investigation, followed by 18.13 per cent and 9.37 per cent, with two and three trainings respectively. Patel et al. (1994) in their study on performance of Agricultural Extension Officers, reported that majority (99.30%) of Rural Agricultural Extension Officers under T and V system in Madhya Pradesh were professionally untrained.
Sontakki (1995) found that nearly one third of the respondents (32.50%) had undergone just a solitary training in their entire service, followed by 31.25 per cent who have not undergone any training in their entire service in KSDF. Purushothama (1997) noticed that 25.83 per cent range forest offices (RFOs) belonged to less level of training group, while 57.31 per cent belonged to medium level of training and 16.86 per cent of the belonged to high level of training group. Bosco (2000) found that 14.60 per cent of Assistant Agricultural Officers had received training for more than six months duration, while 17.07, 28.00, 13.41 and 12.91 per cent of them received in-service training for 4 5, 2 4, 1 2 and less than a month duration, respectively. Nearly 14.00 per cent of Assistant Agricultural Officers had not undergone any training at all. Nagananda (2005) found that more number of Assistant Directors of Agriculture (65.00%) as compared to Agriculture Officers (23.30%) have received 3 to 4 months duration training, whereas 6 months duration training was undergone by 35.00 per cent of Agriculture Officers and 20.00 per cent of Assistant Directors of Agriculture.
2.5.4
Rath (1992) in his study on job performance of SMS under T and V system in Orissa, found that 67.33 per cent of the respondents were found to be reading extension literature regular basis while 20.67 per cent of them were found to be in touch with such literature on occasionally. Sontakki (1995) found that nearly half of the respondents (48.75%) possessed radio and majority of them (61.54%) listened to it regularly, while the remaining 38.46 per cent listened to it occasionally. Similarly, TV was possessed by 47.50 per cent of the respondents and a large chunk (94.74%) of them viewed the programmes regularly, while only 5.26 per cent viewed it occasionally. Nearly 65 per cent of respondents were subscribers of one or the other newspapers and almost all of them (98.08%) read the newspapers regularly. Purushothama (1997) in his study on job perception, job performance and job satisfaction of range forest officers, found that 72.72 per cent of respondents had medium mass medium exposure and 27.28 per cent of them had high mass media exposure. Bosco (2000) found that 73.17 per cent of the Assistant Agricultural Officers had a medium level of information seeking behaviour, while 13.41 per cent of them had low and high information seeking behaviour respectively. Nagananda (2005) found that cent per cent of officers subscribed the newspapers and possessed television. Viewing of TV programme and newspaper reading was observed in a higher per cent of both respondents (ADAs 91.7% and 95.0% and AO 93.3% and 96.7%, respectively.
2.5.5
Perceived workload
Manimegalan (1990) in his study on task and time management of ADAs working under NAEP observed that majority (59.98%) of ADAs had average perception about their workload and the rest of them (40.02%) indicated that it was too much. Thippeswamaiah (1991) observed that a large majority of AOs (88.00%) perceived work load as manageable followed by light (5.00%) and heavy (7.00%), respectively. Meti (1992) revealed that a vast majority (92.00%) of the respondents belonged to medium category of perception of workload followed by 5 and 3 per cent of respondents belonged to light and heavy category of workload perception, respectively.
Bosco (2000) found that 75.60 per cent of the Assistant Agricultural Officers were in the medium category of perceived workload, while 10.75 per cent were in low perceived workload category. Nagananda (2005) in his study on organizational climate perception of Assistant Director of Agriculture and Agricultural Officers of KSDA found that nearly 50.00 per cent of both Assistant Directors of Agriculture and Agriculture Officers perceived their workload as medium, while 16.7 per cent of Assistant Director of Agriculture and 5.00 per cent of Agriculture Officers perceived there workload as heavy.
2.5.6
Job satisfaction
Thippeswamaiah (1991) observed that majority of AOs (72.00%) possessed medium job satisfaction, whereas, 18.40 percentage had low job satisfaction and only 9.60 per cent had high job satisfaction. Meti (1992) reported that majority (64.00%) of the respondents had medium job satisfaction, followed by 17.00 per cent of respondents who were having high job satisfaction and 19.00 per cent of respondents belonged to low job satisfaction, respectively. Vijayalaxmi (1993) observed that more number (74.37%) of respondents had medium job satisfaction, followed by 10.63 and 15.00 per cent of the respondents in low and high satisfaction categories, respectively. Purushothama (1997) revealed that 53.00 per cent of respondents belonged to medium job satisfaction category, while 24.00 and 23.00 per cent of them belonged to low and high job satisfaction categories respectively. Bosco (2000) found that more number of (67.07%) Assistant Agricultural Officers had medium job satisfaction, while 20.75 per cent had low and only 12.19 per cent had high job satisfaction. Nagananda (2005) found that 65.75 per cent of Assistant Directors of Agriculture and 75.70 per cent of Agriculture Officers perceived medium level of job satisfaction, while 16.7 per cent of Assistant Directors of Agriculture and 5.00% of Agriculture Officers perceived high level of job satisfaction.
Bosco (2000) in his study on job performance and job satisfaction of Assistant Agricultural Officers found that more number (74.40%) of Assistant Agricultural Officers belonged to medium job involvement category, while 12.19 per cent had low job involvement and 13.41 per cent had high job involvement. Nagananda (2005) found that high per cent of both Assistant Directors of Agriculture (70.00%) and Agriculture Officers (78.30%) belonged to medium job involvement category.
2.6
FACTORS CLIMATE
INFLUENCING
THE
ORGANIZATIONAL
In this heading, an attempt has been made to identify the various factors, which are influencing the organizational climate perception, and how these factors influence the organizational climate. Since, studies directly pertaining to organizational climate perception in respect of Department of Animal Husbandry and Veterinary Service were limited, studies conducted in respect of other similar organizations were reviewed and results are presented in tabular form as follows.
Balasubramanian and Perumal (1991) Extension personnel Meti (1992) Agricultural Assistant Nagnur 91992) Anganawadi workers Patel (1994) Extension personnel Sontakki(1995) Assistant Director of Fisheries Bosco (2000) Assistant Agricultural Officers Nagananda (2005) ADAs and AOs Education with organizational climate Balasubramanian and Perumal Extension personnel (1991) Agricultural Assistant Meti (1992) Anganawadi workers Nagnur (1992) Extension personnel Patel (1994) Assistant Director of Fisheries Assistant Agricultural Officers Sontakki(1995) Bosco (2000) ADAs and AOs Nagananda (2005) Information seeking behaviour with organizational climate Shivalige Gowda (1985) Halakatti & Sundarswami (1997) Patel (1994) Extension guides Agricultural Assistants Extension personnel
Non significant Non significant Non significant Non significant Non significant Non significant Non significant
Significant Non significant Non significant Non significant Non significant Non significant Non significant
Significant Non significant Significant Non significant Non significant Non significant
Sontakki(1995) Assistant Director of Fisheries Bosco (2000) Assistant Agricultural Officers Nagananda (2005) ADAs and AOs Perceived work load with organizational climate Meti (1992) Nagnur (1992) Patel (1994) Sontakki(1995) Bosco (2000) Nagananda (2005) Agricultural Assistant Anganawadi workers Extension personnel Assistant Director of Fisheries Assistant Agricultural Officers ADAS and AOs
Name of the author(s) and year Job involvement with organizational climate Halakatti & Sundarswami (1997) Meti (1992) Nagnur (1992) Patel (1994) Sontakki(1995) Bosco (2000) Nagananda (2005)
Respondents
Relationship
Agricultural Assistant Agricultural Assistant Anganawadi workers Extension personnel Assistant Director of Fisheries Assistant Agricultural Officers ADAS and AOs
Halakatti & Sundarswami (1997) Meti (1992) Nagnur (1992) Patel (1994) Sontakki(1995) Bosco (2000) Nagananda (2005) Job stress with organizational climate
Agricultural Assistant Agricultural Assistant Anganawadi workers Extension personnel Assistant Director of Fisheries Assistant Agricultural Officers ADAS and AOs
Halakatti & Sundarswami (1997) Meti (1992) Nagnur (1992) Patel (1994) Sontakki(1995) Bosco (2000) Nagananda (2005)
Agricultural Assistant Agricultural Assistant Anganawadi workers Extension personnel Assistant Director of Fisheries Assistant Agricultural Officers ADAS and AOs
Job performance with organizational climate Halakatti & Sundarswami (1997) Thippeswamaiah (1991) Meti (1992) Nagnur (1992) Patel (1994) Sontakki(1995) Bosco (2000) Nagananda (2005) Agricultural Assistant SMS Agricultural Assistant Anganawadi workers Extension personnel Assistant Director of Fisheries Assistant Agricultural Officers ADAS and AOs Significant Non significant Significant Significant Significant Significant Significant Significant
Job satisfaction with organizational climate Thippeswamaiah (1991) Meti (1992) Nagnur (1992) Patel (1994) Sontakki(1995) Bosco (2000) Nagananda (2005) Subject Metter Specialist Agricultural Assistant Anganawadi workers Extension personnel Assistant Director of Fisheries Assistant Agricultural Officers ADAS and AOs Non significant Significant Significant Significant Significant Significant Significant
It is clear from the foregoing studies that job involvement, facilities and resources at work place, job satisfaction and job performance of the extension personnel had significant influence on organizational climate perception. However, age, education and information seeking behaviour had no marked influence on organizational climate perception.
2.7
Thippeswamaiah (1991) in his study observed that non-possession of vehicles (61.00%) appeared to be most important problem followed by inadequate allowance (30.04%), no proper recognition for work and no guidance by superior officers (18.00%), inadequate working facilities (14.00%) and lack of direct control over field level functionaries (13.00%). The problems such as entrusting other works, inadequate supply of stationary, not getting the needed co-operation and co-ordination from the allied agencies were the other problems expressed by 10.00 per cent of Agricultural Officers as constraints on job performance and job satisfaction of SMS working in NAEP, Karnataka. Rath (1992) in his study observed that majority (63.00%) of the respondents perceived inadequate conveyance facilities as the major problem, followed by inadequate technical facilities (42.00%). Similarly, problems with respect to administration and accommodation (32.00%) and excess of official work than technical work (21.00%) were the other major problems on their job. Bosco (2000) revealed that non-availability of vehicles (28.12%), lack of co-operation and interest from farmers (2.12%), political interference (21.87%), interest of farmers in physical inputs rather than technology (21.87%), lack of interest in adoption of technology by the farmers (15.62%), lack of freedom for decision making (12.50%) as major problems expressed by the Assistant Agricultural Officers while performing their duties. Nagananda (2005) in his study on organizational climate perception of Assistant Directors of Agriculture and Agriculture Officers of KSDA, revealed that inadequate conveyance facilities, lack of promotional opportunities and political interference in implementing programmes, lack of recognition for good workers, discrimination between different cadres of officers as important problems expressed by both officers in the departments. Further, three fourth of Agriculture Officers had expressed the problem of inadequate field functionaries to carry out extension work.
(25.00%), timely arrangements should be exercised objectively (20.00%), timely arrangements should be made for the purchase of inputs for trials and demonstrations (18.00%). Other suggestions namely scope for taking independent decisions at least on technical matter, vacant posts should be filled at regular interval and provision of residential quarters were expressed by 14.00 per cent of Agricultural Officers for effective improvement of the working climate of the department. Sontakki (1995) reported that majority of the respondents (72.50%) put forth the suggestion viz., reorganization of Karnataka State Department of Fisheries in order to give more emphasis for extension work, followed by 65.00 per cent and 61.25 per cent of them suggested for separate office facility for ADFs (Grad II) at taluk level and provision of technical, clerical and supporting staff at taluk level, towards improving the organizational climate of KSDF. Further, equal percentage (58.75%) have given their suggestions like provision of infrastructure facilities like vehicle, laboratory, library and extension materials at taluk level, give more authority to ADFs (GRAD II) and timely promotion for ADFs (GRAD II). As much as 56.25 per cent of them have suggested for in-service / refresher training programme for all the taluk level ADFs (GRAD II), while 52.50 per cent of them suggested for appointment of Agricultural Assistants to work at village level under ADFs (GRAD II). Half of the respondents (51.25%) offered their suggestion as to intensify extension activities, while ADFs (GRAD II) should be made responsible for extension work only was the suggestion offered by 43.75 perception of respondents. Encouraging the use of mass media and interactions among taluk level ADFs (GRAD II) by organizing state level workshop or conference at least once in three months were the other important suggestions made by 36.25 and 20.00 per cent of the respondents, respectively. Nagananda (2005) in his study reported that providing opportunities for the sub ordinates to plan programme at grass root level and encouragement of subordinates by their superiors and considering subordinates suggestions were the major suggestions given by ADAs and AOs to improve the organizational climate of the KSDA. Further, timely promotion, providing good audio visual aids, transport facilities and implementing an appropriate reward system (reward through money or certificate) were the other suggestions made by them.
III. METHODOLOGY
The study was conducted during 2005 06 with the purpose of investigating the organizational climate perception of Veterinary Officers (VOs) and Veterinary Livestock Inspectors (VLIs) of the Department of Animal Husbandry and Veterinary Service, Karnataka. The general typology and description of the research methods and techniques used in conducting the study have been presented in this chapter under the following heads. 3.1 3.2 3.3. 3.4 3.5 3.6 3.7 Research design Location of the study Population and sample Selection of variables Operationalization and measurement of variables Techniques used in data collection Statistical tools used in the study
3.1
RESEARCH DESIGN
Research design is the most important and crucial aspect of research methodology. Ex-post facto research design is a systematic empirical inquiry in which the researcher does not have direct control over the study variables because their manifestations have already occurred. Therefore, ex-post facto research design was employed for the study. It is most appropriate design to study the organizational climate of Department of Animal Husbandry and Veterinary Service, Karnataka.
3.2
Belgaum district of Northern Karnataka was selected purposively for the study since this district has immense potential to develop the animal husbandry and large bovine population.
3.4
3.4.1
SELECTION OF VARIABLES
Dependent variables
Considering the objectives, organizational climate perception and job performance were taken as dependent variables. The dependent variables, organizational climate perception of the Veterinary Livestock Inspectors of Department of Animal Husbandry and Veterinary Service and job performance were measured with the help of scales developed and standardized by Sontakki (1995) and Sundaraswamy (1987), respectively.
3.4.2
Independent variables
Independent variables that were supposed to be related with the dependent variables were identified by review of relevant literature and discussion with experts in the field of Extension Management and Administration. The selected independent variables were age, education, experience, training, information seeking behaviour, perceived workload, job involvement, job stress, job satisfaction and facilities and resources at work. 3.5
OPERATIONALIZATION VARIABLES
AND
MEASUREMENT
OF
The methods followed for operationalization and measurement of variables are as follows.
Litwin and Stringer (1968) defined organizational climate as the perceived subjective effect of formal system, the informal style and other environmental factors on the attitude, belief, values and motivation of people who work in a particular organization. In the present study it was operationalized as the level of perception of VOs and VLIs of Department of Animal Husbandry and Veterinary Service about the degree of favourableness or unfavourableness of the identified organizational climate dimensions viz., communication, decision making, programme planning, supervision and guidance, programme implementation, organizational structure and personnel management prevailing in Department of Animal Husbandry and Veterinary Service. The organizational climate perception of VOs and VLIs was measured by using the scale developed by Sontakki (1995) with slight modification. The scale consisted of 28 items representing seven organizational climate perception dimensions which were assessed on a five-point continuum with weightage of 5, 4, 3, 2 and 1 respectively for most favourable, favourable, neutral, unfavourable and most unfavourable responses for positive statements and 1, 2, 3, 4 and 5 for negative statements, respectively. The responses obtained from the respondent were then multiplied by the scale values of respective items and summed up to obtain the final score of organizational climate perception of the individual respondent.
Then the respondents were categories into three groups based on the range of the scores.
3.5.1.2
Job performance
In the present study, job performance was operationalized as the perception of degree of accomplishment of tasks that make up a job. Job performance of VOs and VLIs of Department of Animal Husbandry and Veterinary Service was measured by using the scale developed by Sundaraswarmy (1987). The scale consisted of 23 statements with were quantified on a 3 point continuum by assigning score of 3, 2 and 1. Finally, the respondents were classified into three categories of job performance based on range of the score. Categories Low Medium High Score Below 38.5 Between 38.5 and 53.5 Above 53.5
3.5.2.2
Education
It was operationalized as the extent of formal schooling undergone by the respondent. One score for each year of formal education was given to quantify this variable. Further, the respondents were classified into five categories based on the procedure followed by Bosco (2000)as follows. 1. 2. 3. 4. 5. 3.5.2.3 SSLC PUC B. V. Sc M. V. Sc Ph D Job experience
It was operationalized as the number of years of service completed in the DAH and VS at the time of investigation. A score of one was assigned for each completed year. Further, the respondents were classified into three categories based on the procedure followed by Bosco (2000), which is given below.
It was operationalized as acquisition of knowledge and skills by the extension personnel, which is characterized by pre service and in-service training. For the purpose of rational analysis a score of one was assigned to each of training received by the respondent as an employee of DAH and VS. Moreover, score of 1, 2, 3 or 4 was assigned for the duration of the relevant training received by the respondent like less than one month, one to six months, seven to 12 months and more than 12 months, respectively. Further, total training duration was calculated by summing up the duration of each individual training, if respondent has participated in more than one training programme. Number of training received No. of training Score 1. 2 3 4 1 2 3 4 Training duration Duration of training (months) <1 Month 16 7 12 > 12
Score 1 2 3 4
3.5.2.5
It was operationalized as the extent to which the respondents used different mass media for acquiring the information on animal husbandry and veterinary service. The procedure followed by Rath (1992) was used for empirical quantification of this variable. The description of the items and scoring procedure is given below.
Item News paper i. Read daily ii. Read occasionally iii. Never read Radio i. Listened regularly ii. Listened occasionally iii. Never listened Television i. Viewed regularly ii. Viewed occasionally iii. Never Viewed Farm magazines and other publication i. Read daily ii. Read occasionally iii. Never read Personal cosmopolites i. Meet regularly ii. Meet occasionally iii. Never meet
Score 2 1 0 2 1 0 2 1 0 2 1 0 2 1 0
The scores obtained by respondents on all the above items were summed up to obtain the mass media participation score.
3.5.2.6
Perceived workload
It was operationalized as the perception of the respondents about the workload in his present job. The procedure developed by the Meti (1992) was used for empirical quantification of this variable. A five point continuum viz. very light, light, average, heavy and very heavy with the scores of 1, 2, 3, 4 and 5 respectively had been employed to empirically quantify the variable. The description of the items and scoring procedure is given below. Category Low Medium High Score Below (X-SD) Between (X+SD) and (X-SD) Above (X+SD)
3.5.2.7
Job involvement
It was operationalized as the degree to which, a respondent identifies himself psychologically with his work or the importance of work in his total self-image. The variable was measured by using the procedure followed by Sontakki (1995) with slight modifications. The scale consisted of 14 statements, each statement was quantified on a five point continuum viz., strongly agree, agree, undecided, disagree and strongly disagree with 5, 4, 3, 2 and 1 score, respectively. The sum of the scores was obtained for all items to form the total score of a respondent. Further, the respondents were classified into three categories as below. Category Low Medium High Score Below (X-SD) Between (X+SD) and (X-SD) Above (X+SD)
3.5.2.8
Job stress
It was operationalized as the degree to which, a respondent felt psychological and physical stress in his job. This was measured by using slightly modified version of the job stress scale developed by the Matteson and Ivancevich (1982). The scale consisted of nine statements, to which the respondents were asked to indicate to what extent the statements were a source of stress in performing their job. The responses were obtained on a four point continuum viz., not a source of stress, rarely a source of stress, some times a source of stress and always a source of stress with weightages of 1, 2, 3 and 4 score, respectively. Job stress of a respondent was obtained by summing up the scores obtained by him on all the nine statements. Further, the respondents were classified into three categories based on mean and standard deviation as follows. Category Low Medium High Score Below (X-SD) Between (X+SD) and (X-SD) Above (X+SD)
3.5.2.9
Job satisfaction
It was operationalized as the degree to which, a respondent is satisfied or not satisfied with different aspects of his job. This variable was quantified by using scale developed by Manjula (2000). The scale consisted of 13 statements expressing different aspects of job satisfaction. The respondents were asked to mention the appropriate answers for each statement of the scale which had
three point continuum viz., highly satisfied, satisfied, and not satisfied with scores of 3, 2 and 1 score, respectively. Job satisfaction score of a respondent was obtained by summing up the scores obtained by him on all the statements. Further, the respondents were classified into three categories based on mean and standard deviation as follows. Category Low Medium High Score Below (X-SD) Between (X+SD) and (X-SD) Above (X+SD)
3.5.2.10
It refers to the opinion of respondents regarding the selected eight amenities (Appendix 4) available at their work place. The variable was quantified by using the procedure followed by Sontakki (1995). The availability of facilities at work were assessed by using a three point continuum viz., highly satisfied, satisfied and less satisfied with the weightage of 3, 2 and 1 respectively. Total score with respect to this variable for a respondent was the sum of the scores obtained by him on all the eight items. Further, the respondents were classified into three categories as follows. Category Less satisfied Satisfied Highly satisfied Score Below (X-SD) Between (X+SD) and (X-SD) Above (X+SD)
3.6
Data collection was done by using the personal interview method with the help of interview schedule. A draft interview schedule was initially structured based upon objectives and information requirements for this study. Then, this draft interview schedule was pretested. Based on pre-test, the interview schedule was suitably modified.
3.7
The collected data from the respondent were edited, scored, tabulated and analyzed using the following statistical tools and techniques.
3.7.2
This test was used to examine the association of organizational climate perception with job performance of VOs and VLIs. The chi square statistic was calculated by using the following formula. X = (Oij - Eij) Eij
2
th
3.7.3
T- test
The t test was employed to test the significance of difference between the means of organizational climate perception of VLIs and VOs. The t test was done by using the following formula. t value = X1 - X2
SP2 ( 1/n1
+ 1/ n2)
X1 - Mean of first series X2 - Mean of second series 2 SP Polled variance of first and second series
3.7.4
Karl Pearsons product movement correlation test (simple correlation coefficient) was employed to assess the relationship between the dependent and independent variables. The correlation coefficient was computed by using the following formula.
(nX2 (X)2)(nY2-(Y)2)
r = Simple correlation coefficient X = Sum of X values Y = Sum of Y values 2 X = Sum of square of X value 2 Y = Sum of square of Y value (X)2 = Square of sum of X value (Y)2 = Square of sum of Y value XY = Sum of XY values n = Number of pair of observation
3.7.5. Multiple
regression analysis
Stepwise Multiple Regression Analysis was done to locate the variables that had strongest impact on the dependent variable. R2 value was determined and F test was also employed. In step one of the stepwise multiple regression, the independent variable, which was highly correlated with the dependent variable was included in the equation. At the same time, the coefficient of determination (R2) was also computed. In the second step, among the remaining independent variables the variable, which had second highest correlation with the dependent variable, was entered to the equation. This process was repeated for all the independent variables. Multiple regression function was as following to find out their contribution to the variation in dependent variable.
Coefficient of determination (R ) revealed percentage of the variation in the 2 dependent variable explained jointly by the independent variables. R value reflects the extent of errors made when using the regression model to guess the value of the coefficients of the dependent variable.
IV. RESULTS
Keeping the objectives in view, the results of the study are presented under the following headings. 4.1 Organizational climate perception of Veterinary Officers (VOs) and Veterinary Livestock Inspectors (VLIS) of Karnataka State Department of AH & VS 4.2 Job performance of VOs and VLIS 4.3 Association between organizational climate perception and job performance of VOs and VLIs 4.4 Personal and job related characteristics of VOs and VLIs 4.5 Association of personal and job related characteristics of VOs and VLIs with organizational climate perception 4.6 Contribution of personal and job related characteristics of VOs and VLIs to organizational climate perception 4.7 Constraints in job performance of VOs and VLIs 4.8 Suggestions of VOs and VLIs for improving the organizational climate of Department of Animal Husbandry and Veterinary Service.
4.1 ORGANIZATIONAL CLIMATE PERCEPTION OF VOs AND VLIs OF KARNATAKA STATE DEPARTMENT OF AH & VS
The data on perception of organizational climate of VOs and VLIS of the Karnataka State Department of Animal Husbandry and Veterinary Service presented in table 1, pointed out that 48.00 per cent of the total respondents perceived the organizational climate as favourable, while 30.00 per cent and 22.00 per cent of them perceived it as less favourable and most favourable respectively. It was further observed that majority of VOs (55.00%) perceived the organizational climate as favourable as compared to VLIs (45.00%), whereas the most favourable perception was observed with 34.00 per cent of VOs and 15.00 per cent of VLIs. On the contrary, less favourable perception was noticed with more number of VLIs (40.00%) as compared to VOs (11.00%). Further, a critical look at the table 2 showed significant difference between means of organizational climate perception of VOs and VLIs. Chi square also indicated significant different between the categories of organizational climate perception of VOs and VLIs.
Table 1: Organizational climate perception of VOs and VLIs (n=100) Categories No. VOs Per cent No. VLIs Per cent No. Total Per cent
4 19 12
26 29 10
30 48 22
Total
35
100.00
65
100.00
100
100.00
10.3**
60%
55%
50%
45% 40% 34% 30%
48%
40%
Percentage
30%
22%
20%
15% 11%
10%
0%
VOs
VLIs
Total
Table 2: Statistical difference between the means of organizational climate perception of VOs and VLIs
N 35 65
T value 3.762**
* Significant at 5.00% level. ** Significant at I .00% level. NS=Non-significant High level of job performance was observed with 46.00 per cent of VOs and 26.00 per cent of VLIs. On the contrary, low-level job performance was noticed with more number of VOs (14.00%) as compared to VLIs (11.00%). Further, there was no significant difference between the mean values of the job performance of VOs and VLIs.
4.3 ASSOCIATION BETWEEN ORGANIZATIONAL CLIMATE PERCEPTION AND JOB PERFORMANCE OF VOs AND VLIs
The results of correlation between job performance of VOs and VLIs with their organizational climate perception is presented in table 5. It was clear from the table that their exists positive and significant relationship between job performance and organizational climate perception of VOs and VLIs.
Table 3: Job performance VOs and VLIs Categories Low Medium High Total X2 * Significant at 5.00% level. ** Significant at I .00% level. NS=Non-significant VOs Per cent 14.00 40.00 46.00 100.00 VLIs Per cent 11.00 63.00 26.00 100.00 5.06NS Total Per cent 12.00 55.00 33.00 100.00
No. 5 14 16 35
No. 7 41 17 65
No. 12 55 33 100
63% 55%
VOs
VLIs
Total
Fig 5: Job performance of VOs and VLIs Table 4: Statistical difference between the means of job performance of VOs and VLIs Group VOs VLIs N 35 65 Mean 49.45 48.47 S.D. 9.12 7.03 Mean Different 0.98 T value 0.553NS
4.4.2 Education
It is inferred from the table 7 that, an almost equal per cent of VOs possessed B. V Sc. and M. V Sc. Degrees (51.00% and 49.00%, respectively). It was also observed that a high per cent (71.00%) of VLIs had studied up to diploma level followed by B. Sc. (9.00%), PUC (6.00%) and SSLC (14.00%). Table 5: Association of job performance of VOs and VLIs with perception Group VOs VLIs *Significant at 5.00% level. **Significant at I .00% level. organizational climate
Table 7: Distribution of respondents according to their education Education Category SSLC PUC Diploma B.Sc. B. V Sc. M.V Sc. Total VOs (N=35) Per cent 0.00 0.00 0.00 0.00 51.00 49.00 100.00 VLIs (n=65) Per cent 14.00 6.00 71.00 9.00 0.00 0.00 100.00
No. 0 0 0 0 18 17 35
No. 9 4 46 6 0 0 65
80% 70% 60% Percentage 50% 40% 30% 20% 10% 0% VOs 12% 15% 34% 54%
74%
11%
VLIs
80%
71%
70% 60%
51% 49%
Percentage
VOs
VLIs
Table 8: Distribution of respondents according to their job experience Categories Low Medium High Mean SD VOs (n=35) No. Per cent 8 23.00 18 51.00 9 26.00 13.68 7.71 VLIs (n=65) No. Per cent 10 15.00 41 63.00 14 22.00 13.51 6.16 Total (n=100) No. Per cent 19 19.00 71 71.00 10 10.00 13.57 6.71
80% 70% 60% Percentage 50% 40% 30% 20% 10% 0% VOs VLIs 23% 26% 15% 22% 51% 63%
71%
19% 10%
Total
No. of trainings Designation Nil VOs (n = 35) VLIs (n = 65) 1 5 (14.00%) 2 6 (17.00%) 5 (8.00%) 3 4 (11.00%) 0 (0.00%)
Total duration of training received (months) <1 5 (14.00%) 9 (14.00%) 1-6 10 (28.00%) 6 (9.00%) 7-12 0 (0.00%) 4 (6.00%)
20 (58.00%)
46 (70.00%)
14 (22.00%)
Total (n = 100)
66 (66.00%)
19 (19.00%)
11 (11.00%)
4 (4.00%)
14 (14.00%)
16 (16.00%)
4 (4.00%)
80%
70%
70%
Percentage
58%
VOs
VLIs
Nil
<1
1 to 6
7 to 12
Table 10: Distribution of respondents according to their information seeking behaviour VOs (n=35) Information Sources Regular No. Mass media sources Newspaper Radio TV Magazine Agric. Journal Personal Cosmopolites Superiors Agric. officers Agric. University staff 30 10 5 85.71 28.57 14.29 5 15 10 14.29 42.86 28.58 0 10 20 0 28.57 57.14 43 2 0 66.15 3.08 0 22 4 0 33.85 6.16 0 0 59 65 0 90.77 100.0 28 10 28 14 6 80.00 28.57 80.00 40.00 17.14 7 22 6 21 16 20.00 62.86 17.14 60.00 45.71 0 3 1 0 13 0 8.57 2.85 0 37.14 28 15 14 2 1 43.08 23.08 21.54 3.08 1.54 29 48 42 21 9 44.62 73.85 64.62 32.31 13.85 8 2 9 42 55 12.30 3.07 13.84 64.61 84.61 Per cent Occasionally No. Per cent No. Never Per cent Regular No. Per cent VLIs (n=65) Occasionally No. Per cent No. Never Per cent
No. 12 70 18 100
80%
65%
Percentage
18%
0% 0% 0%
20%17% 0% 0%
VOs VLIs
Very light
Light
Average Categories
Heavy
Very hevy
Table 13: Distribution of respondents according to their job stress Categories Low Medium High Mean SD VOs (n=35) No. Per cent 0 0.00 31 89.00 4 11.00 12.11 3.35 VLIs (n=65) No. Per cent 10 15.00 42 65.00 13 20.00 20.15 2.65 Total (n=100) No. Per cent 24 24.00 62 62.00 14 14.00 17.34 4.82
65% 60%
66%
VOs
VLIs
Total
Percentage 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
89% 65% 62%
11% 0%
15%
20%
24% 14%
VOs
VLIs
Total
The data in table 16 revealed that cent per cent of VOs and 88 per cent of VLIs were satisfied with office facilities and arrangements. More over, majority of VOs and VLIs (86.00% and 69.00% respectively) were satisfied with office cleaning and maintenance, followed by availability of stationeries (86.005 and 70.00%) and clerical and labour facilities (86.00% and 82.00%), respectively. A close look at the data in the table 16 revealed that higher percentage of VOs and VLIs (71.00% and 88.00% respectively) were not satisfied about availability of chemicals, medicines and other related facilities followed by conveyance facilities (63.00% and 68.00%) respectively.
Table 14: Distribution of respondents according to their job satisfaction Categories Low Medium High Mean SD VOs (n=35) No. Per cent 6 17.00 22 63.00 7 20.00 27.48 4.93 VLIs (n=65) No. Per cent 12 18.00 40 62.00 13 20.00 21.95 3.52 Total (n=100) No. Per cent 12 12.00 70 70.00 18 18.00 23.89 4.84
Table 15: Distribution of respondents according to their overall of satisfaction with availability of facilities and resources VOs (n=35) No. Less satisfied Satisfied Highly satisfied Mean SD 8 22 5 14.71 1.67 Per cent 23.00 63.00 14.00 VLIs (n=65) No. 9 45 11 14.25 1.69 Per cent 14.00 69.00 17.00 Total (n=100) No. 13 78 9 14.41 1.69 Per cent 13.00 78.00 9.00
Categories
70%
18%
Total
69%
VOs
VLIs
Total
Fig 14: Distribution of respondents according to their overall of satisfaction with availability of facilities and resources
Fig 14: Distribution of respondents according to their overall of satisfaction with availability of facilities and resources
Table 16: Respondents perception of availability of facilities and resource SI Facilities No. 1. 2. 3. 4. 5. 6. Office facilities and arrangements Office cleaning and maintenance facilities Stationeries Clericals and labour facilities Accommodation facilities Supplying of necessary requisites and other inputs for field work 7. 8. Conveyances facilities Chemicals, Medicines and other facilities 23 (34.00%) 13 (37.00%) 10 (29.00%) 12 (34.00%) 22 (63.00%) 25 (71.00%) 58 (89.00%) 21 (32.00%) 8 (12.00%) 7 (11.00%) 44 (68.00%) 57 (88.00%) Satisfied 35 (100.00%) 30 (86.00%) 30 (86.00%) 30 (86.00%) 24 (69.00%) Not satisfied 0 (0.00%) 5 (14.00%) 5 (14.00%) 5 (14.00%) 10 (31.00%) Satisfied 57 (88.00%) 45 (69.00%) 44 (70.00%) 53 (82.00%) 38 (58.00%) Not satisfied 8 (12.00%) 20 (31.00%) 20 (31.00%) 12 (18.00%) 27 (42.00%) VOs VLIs
4.5.ASSOCIATION OF PERSONAL AND JOB RELATED CHARACTERISTICS OF VOs AND VLIs AND ORGANIZATIONAL CLIMATE PERCEPTION
The results of correlation between personal and job related characteristics of VOs and VLIs and their levels of organizational climate perception is presented in table 17. The results revealed that out of 10 selected independent variables, six variables namely age, education, job experience, training, job involvement and job satisfaction exhibited positive and significant relationship with organizational climate perception of VOs, whereas, job stress showed negative significant relationship with organizational climate perception of the VOs. Information seeking behaviour, perceived workload and availability of facilities and resources did not show any relationship with the organizational climate perception of VOs. Similarly, the results also revealed that out of selected 10 independent variables, four variables namely information seeking behaviour, facilities and resources, job involvement and job satisfaction exhibited positive and significant relationship with organizational climate perception among VLIs. Age, job experience and job stress revealed negative significant relationship with organizational climate perception of the VLIs. Further, education, training and perceived workload did not show any relationship with the organizational climate perception of VLIs. Table 17: Association of independent variables of VOs and VLIs with organizational climate perception Correlation of coefficients SI. No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Age Education Job experience Training Information seeking behaviour Perceived workload Job involvement Job stress Job satisfaction Facilities and resources Independent variables VOs 0.570** 0.355* 0.536** 0.349* 0.265NS -0.189
NS
0.457** 0.093
NS
Empirical model
An empirical model regarding organizational climate perception of VOs and VLIs based on the results of the study is depicted in the figure 15. The empirical model is selfexplanatory.
4.6 CONTRIBUTION OF PERSONAL AND JOB RELATED CHARACTERISTICS OF VOs AND VLIs TO ORGANIZATIONAL CLIMATE PERCEPTION
Stepwise multiple regression analysis was carried out to identify those variables which contribute significantly towards the variation in organizational climate perception of the respondents. The results of multiple regression analysis are presented in table 18. A careful observation of the results revealed that values of coefficient of 2 determination (R ) were 0.815 and 0.821 in case of VOs and VLIs, respectively. The results further imply that all the selected ten of independent variables put together had contributed 81.5 per cent and 82.1 per cent of variation in perception of organizational climate perception of VOs and VLIs, respectively. The computed regression coefficients showed that only 2 variables namely job involvement and age out of the ten independent variables studied contributed significantly towards influencing the level of organizational climate perception of VOs. Similarly, the results of multiple regressions in case of VLIs indicated that only three variables namely job satisfaction, job involvement and job stress significantly contributed to the variation in organizational climate perception. Table 18: Contribution of independent variables of VOs and VLIs towards organizational climate perception
Table 18: Contribution of independent variables of VOs and VLIs organizational climate perception SI. No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Age Education Job experience Training Information seeking behaviour Perceived workload Job involvement Job stress Job satisfaction Facilities and resources Independent variables b 0.536 0.55
* NS NS NS
towards
VOs t value 2.527 0.481 -0.881 -1.811 -0.399 -0.619 5.70 -1069 -1.53 0.015 b -0.090 0.080
NS NS NS
VLIs t value -1.062 1.041 -0.527 1.802 0.881 -1.374 3.763 -2.233 4.963 1.757
NS NS NS
NS NS
-0.107 1.096
** NS
** *
NS NS
** NS
Intercept (a) Coefficient of determination(R ) * Significant at 5.00% level. ** Significant at I .00% level. NS=Non-significant
2
27.13 0.815
**
F value 31.75
33.14 0.821
**
F value 42.181
4.8
UGGESTIONS OFFERED BY VOs AND VLIs FOR PROVING THE ORGANIZATIONAL CLIMATE
The suggestions of the respondents for improving the organizational climate of Department of Animal Husbandry and Veterinary Service are enlisted in Table. 20. It could be observed that the major suggestion expressed by VOs avd VLIs were provides adequate facilities (91.42% and 92.30%, respectively), implement appropriate promotion scheme (71.42% and 84.60%%, respectively) based on experience and special achievement, respectively. Further, VOs have recommended following suggestions to improve the organizational climate such as increase the salary and salary increments. (51.4%), fill the vacancies. (51.40%) and introduce the appropriate trainings to upgrade the knowledge and skill. (40.00). The other suggestions expressed by VLIs were increase the salary increments and salary and consider the subordinate suggestions while developing and implementing the programmes (80.00).
Table 19: Constraints in job performance of VOs and VLIs SI. No. 1. 2. 3. Inadequate trainings Inadequate facilities Lack of reward, recognition and appreciation for special achievements Low salary increment and salary 4. 5. Lack of appropriate promotion scheme 22 20 62.85 57.14 60 33 92.30 50.76 Constraints VOs (n = 35) Frequency 30 30 25 Per cent 85.71 85.71 71.42 VLIs (n = 65) Frequency 57 55 44 Per cent 87.60 84.61 67.69
VLIs VOs
Constraints
Lack of appropriate promotion scheme Low salary increment and salary Lack of rew ard, recognition and appreciation for special achievements Inadequate facilities Inadequate trainings
50.76% 57.1 4% 92.30% 62.85% 67.69% 71 .42% 84.61 % 85.71 % 87.60% 85.71 %
Table 20: Suggestions to improve the organizational climate VOs (n = 35) Suggestions Frequency 32 25 18 18 14 Per cent 91.40 71.40 51.40 51.40 40.00 VLIs (n = 65) Frequency 60 55 60 45 30 Per cent 92.30 84.60 92.30 69.20 46.10
Implement the appropriate promotion scheme Increase the salary and salary increments Fill the vacant post Provide the appropriate trainings to upgrade the knowledge and skill Consider the subordinate suggestions while developing and implementing the programmes.
6.
10
28.50
52
80.00
V. DISCUSSION
The results of the study are discussed in this chapter under following headings. Organizational climate perception of VOs and VLIS of Karnataka state Department of AH &VS 5.2 Job performance of the VOs and VLIs 5.3 Association between organizational climate perception and job performance of VOs and VLIs 5.4 Personal and job related characters of the respondents 5.5 Association of personal and job related characteristics of VOs and VLIs with organizational climate perception 5.6 Contribution of personal and job related characteristics of the VOs and VLIs to organizational climate perception 5.7 Constraints in job performance of VOs and VLIs 5.8 Suggestions of VOs and VLIs for improving the organizational climate of Department of Animal Husbandry and Veterinary Service 5.1
5.1 ORGANIZATIONAL CLIMATE PERCEPTION OF VOs AND VLIS OF KARNATAKA STATE DEPARTMENT OF AH & VS
The results presented in table 1 revealed that nearly fifty per cent of respondents perceived the organizational climate of Department of Animal Husbandry and Veterinary service as favourable and another 22.00 per cent perceived it as most favourable. It brings home the fact that near majority of field level functionaries viz., VOs and VLIs were satisfied and another 22.00 per cent were highly satisfied with organizational climate of Department of Animal Husbandry and Veterinary Service. It is the organizational climate that has a great bearing on the job performance of the personnel which is also justified by the present study (Table 5) . Veterinary service being a most noble profession the present finding provided an impetus for VOs and VLIs to serve better. Majority of the personnel indicated the existence of congenial atmosphere with regard to communication, decision-making, programme planning, supervision and guidance, programme implementation, organizational structure and personnel management prevailing in Karnataka state Department of Animal Husbandry and Veterinary Service. Apart from that, prevalence of single line of command, occupational prestige, job security and favourable psychological environment at their work place have contributed a lot in perception of organizational climate as favourable. It is also important to note here that considerable percentage (30.00%) of VOs and VLIs perceived organizational climate of Department of Animal Husbandry and Veterinary as less favourable. Absence of promotions opportunities, lack of recognition in the form of award and rewards and inadequate facilities were the most probable reasons for perceiving organizational climate as less favourable. This needs to be addressed by the administrators to create the favourable organizational climate among the VOs and VLIs who perceived organizational climate as less favourable. Further analysis revealed that majority of the VOs (55 .00%) perceived the organizational climate as favourable as compared to VLIs (45.00%). There was a significant difference between the mean values of organizational climate perception of VOs and VLIs. The reasons for significant difference in perception of organizational climate between VOs and VLIs is attributed to the facts such as VOs have right to take decisions and shoulder responsibilities, differential educational background and salary gap between VOs and VLIs. There is no authority for VLIs to take decisions regarding programme planning and implementing, recommending the medicines, conducting the artificial insemination programme and breeding programme even though they have experience. Other most important factor is that there is no specific job chart for VLIs.
The above findings are well supported by the results reported by Sontakki (1995), Halakatti et al. (1998) and Nagananda (2005).
5.2
The results presented in table 3 revealed that majority of the respondents (55 .00%) were in medium job performance category followed by 33.00 per cent in high job performance category. Job performance of VOs and VLIs was highly correlated with their perception of organizational climate (Table 5). With regard to organizational climate perception of VOs and VLIs, majority of them were in favourable and highly favourable perception of organizational climate. Ttherfore, majority of VOs and VLIs were in medium level and high level of job performance categories. More over, it is also important to note here that considerable percentages of both VOs and VLIs were in low job performance category. The probable reasons for the low job performance of the respondents were lack of appropriate training opportunities, inexperience, lack of availability of financial, medicinal and other facilities in time. This needs to be rectified by creating opportunities for training and making available the financial and other physical facilities. However, there was no significant difference between the mean values of job performance of VOs and VLIs. The above findings are well supported by the results reported by Nagnur (1992), Bosco (2000) and Nagananda (2005).
5.3 ASSOCIATION BETWEEN ORGANIZATIONAL CLIMATE PERCEPTION AND JOB PERFORMANCE OF VOs AND VLIs
The table 5 clearly depicted that the job performance of both VOs and VLIs exhibited a positive and significant association with their level of organizational climate perception. It reveals that the favourable organizational climate perception of the employees increased their job performance. Therefore, it is very much necessary to maintain the favourable organizational climate not only in Department but also in every government as well as private organization to increase the job performance of the employees. This finding was similar to the findings of Sontakki (1995), Bosco (2000) and Nagananda (2005).
5.4.2 Education
The results in table 7 revealed that almost similar percent of VOs have completed B. V Sc and M. V Sc degrees (51.00% and 49.00%, respectively). This is because VOs post are filled through direct recruitment considering the B V Sc degree as a minimum qualification. Majority of VLIs (71.00%) were one-year diploma holders. This is because VLIs post is filled
considering either one-year diploma as a minimum qualification or through promotion of the experienced Veterinary Livestock Assistants (VLAs).
percentage of VOs (14.30%) as compared to VLIs (20.00%) had low job involvement. Further, comparatively more percentage of VOs (26.00%) were noticed in high category as compared to VLIs (15.00%). VOs are supposed to be involved in major decision-making and management activities.
5.5
ASSOCIATION OF PERSONAL AND JOB RELATED CHARACTERISTICS OF VOs AND VLIs WITH ORGANIZATIONAL CLIMATE PERCEPTION
The relationship between selected independent variables with the organizational climate perception of respondents was studied by computing Pearson's simple correlation coefficients. It is a simple numerical figure, which explains the degree of the relationship as well as direction of the relationship. The simple correlation coefficients ( r ) value lie in between minus one to plus one. If the value is zero means, there is no relationship between two variables whereas the value close to plus one indicates that variable is highly and positively associated and vice-versa.
Trainings undergone by VOs during entire service in department seems to successfully exert significant influence on their level of organizational climate perception as revealed by the statistically positive significant relationship between these two variables. VOs job warrants periodical updating of knowledge and skills. On the other hand, training was not significant associated with organizational climate perception of VLIs. They worked directly under the supervision of VOs. Therefore, they used to get the regular technical inputs from VOs. Even though the findings of VLIs are in line with the result reported by Nagnur (1992), Sontakki (1995) and Nagananda (2005) the findings of VOs are deviating from the previous study results.
seeking
behaviour
and
organizational
climate
The results portrayed in the table 16 indicated that there was non-significant relationship between information seeking behaviour of the VOs and their level of perception of organizational climate. This finding implied that the level of organizational climate perception of VOs was unaffected by their extent of information seeking behaviour. It was further noticed that when the VOs were analyzed for their information seeking behaviour, they were to a certain extent homogenous with respect to the use of mass media for acquisition of agriculture related information. Therefore, non-significant relationship was found between information seeking behaviour of VOs with their level of perception of organizational climate. The findings of Sontakki (1995), Bosco (2000) and Nagananda (2005) corroborated the above findings. However, the results further showed that there was a positive and significant relationship of the information seeking behaviour with organizational climate perception of VLIs. This finding was in line with the findings of Patil (1994).
It was evident that a negatively significant relationship was exhibited between job stress and perception of organizational climate by both VOs and VLIs. The incidence of negative significant relationship of the respondents was due to the fact that VOs and VLIs being in the responsible position of answering to higher officials naturally had more job stress and consequently resulted in less favourable perception of organizational climate. This finding of negatively significant relationship gets support from the findings of Sontakki (1995), Bosco (2000) and Nagananda (2005).
5.6 CONTRIBUTION OF INDEPENDENT VARIABLES TOWARDS ORGANIZATIONAL CLIMATE PERCEPTION OF THE VOs AND VLIs
It is clear from the results of stepwise multiple regression analysis presented in table 18 that all the independent variables considered in the study together exerted significant influence on the level of organizational climate perception of the respondents. It implied that the variation in the levels of organizational climate perception of VOs and VLIs was due to the combined influence of all the 10 variables studied for this purpose. An analysis of coefficient of determination revealed that independent variables contributed to the extent of 81.5 and 82.1 per cent of the total variation in the level of perception of organizational climate of VOs and VLIs, respectively. The results presented in the table, also pointed out that two independent variables namely age and job involvement contributed significantly towards the variation in the level of organizational climate perception of the VOs. Whereas, in case of VLIs, three independent variables namely job involvement, job satisfaction and job stress contributed significantly towards the variation in the level of organizational climate perception.
Further, in the light of significant contributions made by the above-mentioned variables towards influencing organizational climate perception of the respondents, all the above-mentioned variables could be considered as good predictors of organizational climate perception of the VOs and VLIs working in the Department.
5.7
A perusal of the table 19 indicated the problems encountered by VOs and VLIs in performing their job. It is evident that the major problems encountered by the respondents were inadequate training, inadequate facilities like chemicals and medicines, inadequate conveyances facilities. Further, lack of reward, recognition and appreciation for special achievements, lack of salary increment and relatively low salary and lack of appropriate promotion scheme were identified as other major constraints in effective job performance. Since, field workers expressed the requirement of training to up date their knowledge and skill. Appropriate training programmes should be organized by the department with the help of other institutes like Department of Agriculture, State Agriculture Universities to up date the knowledge and skills regarding latest innovations. Further, it is very difficult to increase the job performance of the employees without providing adequate facilities like chemicals, medicines, finance, traveling etc. Therefore, the higher-level authorities as well as government need to pay prime attention to increase the availability of required facilities for VOs and VLIs. Lack of timely promotion seems to be justified as many of VOs are working in the same cadre since more than 15 years. Hence, experienced respondents were not satisfied about their positions. On the other hand, VLIs were also facing similar problem in the department. Therefore, appropriate modifications are essential for promotional policy of the department.
5.8
SUGGESTIONS OF VOs AND VLIs FOR IMPROVING THE ORGANIZATIONAL CLIMATE OF DEPARTMENT OF AH & VS
Provide adequate facilities was the major suggestion given by both VOs and VLIs. The efficiency of the field functionaries mainly depends on their access to various facilities like physical, financial and conveyances facilities. These are prerequisites for any extension worker. Sincere, efforts should be made to provide adequate facilities to VOs and VLIs to perform better. Another major suggestion given by VOs and VLIs was implementation of appropriate promotion scheme. Promotion serves as a great motivator of job performance. It satisfied the need for recognition and at the same time breaks the monotony of work. Suitable modifications are essential in the present promotion policy. Promotion based on experience and special achievements should be given due consideration. Increase the salary and salary increments were the other suggestion given by respondents. Money is another important motivator of people to perform better. Specially VLIs felt that they are paid less and suggested for increase in salary and salary increments. The suggestions viz. fill the vacant posts, provide appropriate training to update the knowledge and skills and consideration for subordinates suggestions while developing and implementing the programmes (This was mainly felt by VLIs) are to be given due consideration to improve the organization climate which in turn results in effective job performance.
VI. SUMMARY
Agriculture is a vital sector of Indian Economy, as it contributes 29.40 per cent of national GDP and 64.00 per cent of the total work force. In agriculture, animal husbandry and dairy sector plays vital role and its output constitutes about 30 per cent of countrys agricultural output. In this background, the Department of Animal Husbandry and Veterinary Service plays prominent role in developing the livestock sector in the state. The Department of Animal Husbandry and Veterinary Service is implementing various programmes and activities at state level, district level, zilla panchayath level viz., breeding programmes, health coverage programmes, extension activities, Western Ghat programme, Karnataka Livestock Development programme etc. The field functionaries of DAH & VS of Karnataka state are VOs, VLIs and VLAs. Better job performance of field level personnel is most essential aspect for achieving the objectives of the department. Therefore, it is necessary to understand the perceived organizational climate of the field functionaries to increase their job performance and ultimately job satisfaction. In this background, the present investigation was planned to study the organizational climate perception of the VOs and VLIs of AH & VS with the following specific objectives. 1. To study the organizational climate perception and job performance of VOs and VLIS. 2. To ascertain the personal and job related characteristics of VOs and VLIs influencing the perception of organizational climate. 3. To ascertain the constraints in job performance of VOs and VLIs. 4. To suggest the appropriate measures to improve the organizational climate of Department of Animal Husbandry and Veterinary Service. The study was conducted during 2005-06 in the purposively selected Belgaum district of Karnataka state. The ex-post facto research design was employed for the study. Data collection was done through personal interview method with the help of interview schedule. Target population was VOs and VLIs of the district. The VOs and VLIs were selected in proportion to their number in the field. Accordingly, thirty-five VOs and sixty-five VLIs were selected to form a sample of 100. The organizational climate perception and job performance of VOs and VLIs were considered as dependent variables and the independent variables were age, education, job experience, training, information seeking behaviour, perceived workload, job involvement, job stress, job satisfaction and facilities and resource availability of department. The dependent variables, organizational climate perception of the VOs and VLIs and job performance were measured with the help of scales specifically developed and standardized by Sontakki (1995) and Sundaraswamy (1987), respectively. The other independent variables were quantified by using scoring procedure developed for the purpose and the scales developed by earlier researchers. The data collected were analyzed with the help of statistical tools such as frequency, percentage, Chi Square, t test, F test, Karl Pearson correlation coefficient and stepwise multiple regression. The main findings of the study are as follows: Organizational climate perception of VOs and VLIs Around fifty per cent of VOs (55 .00%) and VLIs (45.00%) perceived the organizational climate as favourable. Less favourable perception was noticed with relatively high percentage of VLIs (40.00%) compared to VOs (11.00%). There was significant difference between mean values of the organizational climate perception of VOs (106.6) and VLIs (96.25)
Job performance of VOs and VLIs Majority of the respondents (55.00%) were in medium job performance category. Majority of VLIs (63.00%) compared to VOs (40.00%) were observed in medium job performance category followed by 46. 00 per cent of VOs and 26.00 per cent of VLIs in high job performance categories, respectively. There existed non significant difference between the mean values of the job performance of VOs (49.45) and VLIs (48.40)
Personal and job related characteristics of VOs and VLIs Majority of VLIs (74.00%) were noticed in middle age group as compared to VOs (54.00%). About one third of VOs compared to VLIs (15.00%) were in young age group. Whereas, almost similar percentage of VOs (12.00%) and VLIs (11.00%) were noticed in old age group. All VOs were degree holders either B. V Sc or M. V Sc and majority of VLIs (71.00%) had one year diploma. The medium level of job experience was observed with 51.00 per cent of VOs and 63.00 per cent of VLIs, while high job experience was noticed with 26.00 per cent VOs and 22.00 per cent of VLIs . Majority of VOs (58.00%) and VLIs (70.00) had not received any on job training. Further, 14.00 percent of VOs and 22.00 per cent of VLIs received only one training. However, considerable number of VOs (28.00%) and VLIs (30.00%) participated in training of six months duration. Regular viewing of TV programmes and newspaper reading was observed with high per cent of VOs (80.00%) compared to VLIs. Very high majority of VOs and VLIs were found to possess Radio, but regular listening was observed with only 29.00 per cent of VOs and 23.00 per cent of VLIs. Majority of VOs contacted the superiors of the department (85.71) and agricultural officers (28.57%) as personal cosmopolites. Whereas, 66.15 per cent of VLIs regularly contacted the superiors as personal cosmopolites. Majority of VOs (80.00%) were noticed in medium workload category compared to VLIs (65.00%). Sixty per cent of VOs and 65.00 per cent of VLIs belonged to medium job involvement category. Regarding job stress, 89.00 per cent of VOs were noticed in medium level of job stress compared to VLIs (65.00%). Around two-thirds of VOs (63.00%) and VLIs (62.00%) belonged to medium job satisfaction category. More number of VLIs (69.00%) and VOs (63.00%) were satisfied with availability of facilities and resources at their work Association of independent variables with organizational climate perception Age, job experience, job involvement and job satisfaction had positive and significant association with organizational climate perception of DAH &VS by both VOs and VLIs whereas, job stress had negative and significant relationship with organizational climate perception. The variables such as information seeking behavoiur, perceived work load and availability of facilities and resources had shown non significant relationship in case of VOs whereas, experience, training and perceived work load had a non-significant relationship with the level of organizational climate perception of VLIs. The multiple regression analysis revealed that, all the selected 10 variables put together exerted a significant influence on level of organizational climate perception of VOs and VLIs. The total variation in the level of organizational climate perception of VOs and VLIs explained jointly by all the 10 variables was to the extent of 81.56 per cent and 82.1 per cent, respectively.
In case of VOs age and job involvement contributed significantly towards level of organizational climate perception. The variables viz., job involvement, job satisfaction and job stress contributed significantly towards level of organizational climate perception of VLIs.
Problems encountered in job performance by VOs and VLIs Major problems encountered by the respondents were inadequate training, inadequate facilities like chemicals, medicines and other facilities and inadequate conveyances facilities. Further, lack of reward, recognition and appreciation for special achievements, lack of salary increment and relatively low salary and lack of appropriate promotion scheme were other major constraints in job performance by VOs and VLIs.
Suggestions offered by the respondents for improving the organizational climate The major suggestions expressed by VOs avd VLIs are presented as follows. Provide adequate facilities for VOs and VLIs. Implement an appropriate promotion scheme based on experience and special achievement. Increase the salary and salary increments. Timely filling up of vacant posts. Provide appropriate training. Consider the subordinate suggestions while developing and implementing the programmes.
Implications of the study On the basis of the results obtained from the study and observations made during investigation, the following implications have been derived. The findings of the study clearly imply that the perception of VOs and VLIs regarding the organizational climate of Department of AH and VS was moderately favourable. Ther is scope for tuning this major chunk of field functionaries to perform better by further improving the organizational climate through better human resource development measures and by addressing their problems. This can be done by recognizing good work through promotions and rewords. They need to be provided with adequate facilities. Due consideration should be provided for the suggestions given by them in the process of planning and implementation of the programme. The findings clearly depicted that majority of VLIs were in medium job performance category compared to VOs. Therefore, it is necessary to update their knowledge by providing adequate training opportunities, adequate facilities, and maintaining most favourable organizational climate within the department. A high per cent of VOs and VLIs were noticed in medium category of job satisfaction. It is therefore, highly necessary to provide essential infrastructure facilities, appropriate training opportunities, promotional opportunities, suitable rewards, recognition and appreciation on work. It is the tradition of the department of Agriculture to organize district level review meeting twice a year and state level programme-planning meeting once in a year. These forums can be appropriately used to appreciate the work of the VOs and VLIs not only by praising them with few good words but also with recognition. It will help motivate and also increase their job satisfaction. As more number of VOs and VLIs were noticed in medium job involvement. Therefore, there is a need to sensitize them to the needs and requirements in carrying out their job skills and in identifying and providing a way out for the employees under job stress. Further, it is necessary not only to introduce the appropriate job chart for VLIs but also reorganize the job chart of VOs.
The need based training programmes are essential to improve the ability of VOs and VLIs. Although common induction training in the beginning. This is not adequate in providing the required information and skills to carry out their functions effectively. Therefore, regular specialized short-term trainings should be organized with the help of State Agricultural Universities, Dairy Research Institutes etc. There should be definite provision for promotional avenue for the VOs and VLIs. Since there is no such provision in existing policy. In the light of suggestions given by the respondents for rectifying the present promotion policy there is a scope for implementing appropriate performance appraisal based promotional scheme. VOs and VlLs have to work on cluster basis involving more than ten villages and their services are most needed in remote areas, which are less access to public transport. The result clearly depicted that the variables like organizational climate perception, job performance, job satisfaction and job involvement of the respondents were low or moderate due to inappropriate transport facilities. In this background a separate transport facility like two-wheeler vehicle needs to be provided. It will help them to reach large number of farmers in the short span of time. This arrangement can certainly increase not only the organizational climate perception but also job performance and job involvement. Either loan facilities can be provided to purchase of two-wheeler with the fuel expenditure or the department itself can provide the adequate vehicle facilities.
Suggestions for future studies Only one district of Northern Karnataka was selected purposively for the study due to limitation of time and resources. It is better to select more number of districts as study area with large sample size for facilitates more reliable generalization of the findings. Independent variables considered in the study such as age, job involvement, job satisfaction and job experience jointly explained the extent of 81.5 per cent and 82.1 per cent variation in the level of organizational climate perception of VOs and VLIs respectively. Therefore, associations of some other independent variables like achievement motivation, leadership style, supervision, job autonomy and self-concept with organizational climate need to be studied.
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Appendix 1
Institutional structure of the Department of AH and VS Institution 1.Poly clinic (PC) 2.Veterinary Hospital (VH) 3.Veterinary Dispensary (VD) 4.Primary Veterinary Centers (PVC) 5.Artificial Insemination Centers (AIC) 6.Mobile Veterinary Units (MVU) Source: Anonymous, 2004 Coverage area District level Taluk level Panchaya level Village level Taluk level State level Total number 27 294 1451 1456 400 173
Appendix 2:
District wise livestock population in North Karnataka SI No Districts Indigenous Cattle Exotic Cross Total Buffaloes Indigenou s 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Bellary Haveri Dharwad Gadag Koppal Belgaum Bagalkot Raichur Bijapur Gulbarga Bidar Uttara Kannada 397820 306227 192216 190030 249976 444758 260900 390638 248693 809362 252919 359580 4103119 4499 729 964 3856 2165 1267 717 1260 627 1623 4034 268 22009 23533 29894 28397 17963 8037 53381 10104 10011 3179 12324 19471 34770 251064 425852 336850 221577 2118849 260178 499406 271721 401909 252499 823309 276424 394618 6283192 185958 127968 89580 92906 90078 651238 198170 152313 152077 217876 160731 159205 2278100 515364 245948 46822 201155 186798 865695 374900 373360 251789 485132 71460 2012 3620435 144 52 0 157 316 0 63 734 19 0 1815 0 3300 13612 2193 3872 5023 4699 10528 3166 4559 2357 3054 5641 438 59142 529120 24193 50694 206335 191912 876223 378129 378653 254165 488186 78916 2450 3458976 Sheep Exotic Cross Total
Table 5 Contd.. SI No 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Bellary Haveri Dharwad Gadag Koppal Belgaum Bagalkot Raichur Bijapur Gulbarga Bidar Uttara Kannada 370467 147414 71523 122793 136671 442081 267268 237467 357769 573227 127284 17153 2871117 Source: Anonymous, 2004 Districts Goats Indigenous 36939 2865 4406 4811 9315 38030 20222 13794 32267 27859 14816 5910 211234 Pigs Exotic 3 37 384 0 31 24 187 112 700 72 564 43 2157 Cross 2431 94 653 1225 396 2976 111 856 4 440 135 10 9331 Total 39373 2996 5446 6036 9742 41030 20520 14762 32971 28371 15515 5963 222725 207 115 93 75 85 493 91 232 24 28 39 358 1840 3046 830 450 728 643 8719 1609 508 2079 3069 3262 91 25034 Rabbit Others Total Livestock 1655193 910103 475108 669713 726681 2632411 1179676 1233089 1112920 2225864 697311 680118 14198187 Total Poultry 1610149 528542 304294 191325 760546 956232 583325 277893 427941 711356 658741 719820 7730164
Appendix 3
District wise number of veterinary institutions in North Karnataka SI. No 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. District Haveri Bellary Dharwad Gadag Koppal Belgaum Bagalkot Raichur Bijapur Gulgarga Bidar VH 10 8 6 6 8 14 8 6 7 12 5 VD 56 54 34 39 36 113 41 45 50 39 52 559 PVC 42 24 19 21 21 69 58 27 54 21 32 388 AIC 20 3 40 7 2 32 6 13 6 7 8 144 MVC 1 7 5 5 4 10 4 5 4 5 5 55 Total 135 96 104 78 71 238 117 96 121 78 102 1237
Appendix 4
Availability of facilities and resources at Department of AH and VS SI No. 1. 2. 3. 4. 5. 6. 7. 8. Facilities Office facilities and arrangements Office cleaning and maintenance facilities Stationeries Clericals and labour facilities Accommodation facilities Supplying of necessary requisites and other inputs for field work Conveyances facilities Chemicals, Medicines and other facilities
Appendix 5
Interview Schedule University of Agricultural Sciences, Dharwad Department of Agricultural Extension Education SI No. Part A 1. General Information I. Name: II. Age in completed year as on 01 02 - 2006:_____________year III. Place of work: IV. Designation: 2. Educational Status I. SSLC II. PUC III. B. V.Sc. V. Other (Specify) Date.
V. Ph.D.
VI. Diplome
3. Job Experience No. of years served in the present post:________________ 4. Training Received I. Have you received any training as an employee of this department? Y / N II. If yes SI Name of the training Name of the organization Year No. 1 2 3 4 5 5. Information seeking behaviours I. What extent you have used the following mass media for acquiring information? R Regular O Occasional N Never
Duration
SI No.
Frequency of use O
1 2 3 4 5 1 2 3 4
News papers Radio Television Magazine Journal on Agriculture, Animal Husbandry Personal Cosmopolites Superiors in the department Agricultural officers University staff Others (specify)
6. Perceived workload How do you perceive your workload? a. Very light b. Light c. Average
d. Heavy
e. Very heavy
7. Job involvement Indicate your agreement or disagreement to the following statements. SAStrongly agree disagree SI No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 A- Agree U- Undecided D- Disagree SDStrongly
Statements You stay overtime to finish a job even if you are not paid for it The major satisfaction your life comes from your job For you, morning work really goes off quickly Most important things happen to you in your job You usually go for work a little early to get your work ready You keep yourself awake at night thinking a head to the next day work You keep working even if you do not get the money You feel depressed when you fail at something connected with your work You have other activities more important than your work You personally involve in your work You avoid taking extra duties and responsibilities in your work? You used to care more about your work but now other things are important to you Most things in your life are more important than your work You live eat and breathe your job
SA
SD
8.Job stress The following statements relate to the job stress. Based on the level of stress indicate correct point. NSS-Not a source of stress SSS- Sometime a source of stress SI No. 1 2 3 4 5 6 7 8 9 Statements You work on unrelated activities rather than your duties. Your job activities are unclear to you. You always take your work home with you. Your job is boring to you. You are responsible for money handling of your work. Your work place is too crowded. You try to work hard to complete your job on time. You have little control over your work. Your superior respects to your work. RSS- Rarely a source of stress SSA- Source of stress always NSS RSS SSS SSA
9. Job satisfaction Degree of satisfaction or dissatisfaction with regard to the following items related to your job. HS- Highly satisfied S- Satisfied NS- Not satisfied
SI No. 1 2 3 4 5 6 7 8 9 10 11 12 13
Particular Present salary is commensurate with your work and position. Salary paid is in relation to educational qualification. The performance will be assessed objectively before taking any serious action. Guidance will be given by superiors to improve your job. With the flexibility that you have been given by your superior Distance from office to house Facilities availability (Transport, Office facilities etc) Opportunities provided to utilize personal skill Recognition from your superior officers for good work done. Recognition and reward for your creative work. Scope to prove your excellence in doing the job. Opportunities for securing higher education / training Mutual understanding with the co-workers.
HS
NS
10. Facilities and resources at work Certain facilities and resource are required to successful accomplish the duties. I am interested to know to what extent you are satisfied with the timely availability of these facilities and resources. FS - Fully satisfied S - Satisfied NS- Not satisfied FS SI No. 1. 2. 3. 4. 5. 6. 7. 8. Facilities Office facilities and arrangements Office cleaning and maintenance facilities Stationeries Clericals and labour facilities Accommodation facilities Supplying of necessary requisites and other inputs for field work Conveyances facilities Chemicals, Medicines and other facilities S NS
Part B 1. Organizational Climate Perception Listed below are some of the questions designed to get an insight into the Organizational Climate of DAH and VS Karnataka as perceived by VOs and VLIs. Kindly answer to each question carefully by indicating most appropriate answer provided. 1. With respect to the procedures being followed for developing programmes to fulfil the goals and objectives of the department, you are (a). Fully satisfied (b). satisfied (c). Somewhat satisfied (d). Least satisfied (e). Not at all satisfied 2. To what extent, do you feel the extension personnel are involved in the process of planning and development of programme of your department? (a). Completely involved (b). Involve to considerable extent (c). Somewhat involved (d). Least involved (e). Not at all involved
3. To what extent, do you feel the programmes of your department useful to the people concerned? (a). Most useful (b).Useful (c). Somewhat useful (d). Least useful (e). Not at all useful 4. Information relevant to your work is communicated, (a). Well in advance (b). In time (c). Irregularly (e). Not at all involved
5. To what extent, do you think, you receive correct information about your work? (a). To desirable extent (b). at a considerable extent (c). To some extent (d). To a little extent (e) Not at all 6. How much adequate is the information communicated to you on the medicines, vaccinations, procedures, guidelines etc. relating to your work? (a).Adequate in all the aspects (b). Adequate in many aspects (c). Adequate in some aspects only (d). Adequate in very few aspects (e). Not at all adequate 7. How often do you feel that your work gets delayed mainly due to lack of relevant information/ (a). Always (b). Usually (c). Sometime (d). Rarely (e). Never 8. To what extent, do you think that your ideas, suggestions and even constructive criticisms are valued and considered by your superior. (a). To desirable extent (b). To a considerable extent (c). To some extent (d). To a little extent (e). Never 9. How much satisfied are you with the general ways of making decisions pertaining to policies and programmes of your department. (a). Fully satisfied (b). Satisfied to considerable extent (c). Somewhat satisfied (d). Least satisfied (e) Not at all satisfied 10. How adequate are the opportunities provided or available to you for making routing decision relating to your day-to-day work? (a). Fully adequate (b). Considerably adequate (c). Somewhat adequate (d). Least adequate (e) Not at all adequate 12. How often the work related decisions made by you are approved and appreciated by your superior? (a). Always (b).Usually (c). Sometime (d). Rarely (e). Never 13. How much satisfied are you with the ways and means of supervision followed in your department? (a). Fully satisfied (b). Satisfied to considerable extent (c). Somewhat satisfied (d). Least satisfied (e) Not at all satisfied 14. How often do your superiors go out of way to guide and help you through problematic situation? (a). Always (b).Usually (c). Sometime (d). Rarely (e). Never 15. To what extent your superiors make real attempts to instill in you competence and confidence in order to improve your performance? (a). To desirable extent (b). To considerable extent (c). To some extent (d). To a little extent (e). Nit at all 16. How much freedom do you think you have in implementing the programmes as per the annual plans? (a). Full freedom (b). Considerable freedom (c). Some freedom (d). Least freedom (e).No freedom at all 17. How much satisfied are you with the livestock development programmes targets assigned to you for implementation?
(a). Fully satisfied (b). Satisfied to considerable extent (c). Somewhat satisfied (d). Least satisfied (e) Not at all satisfied 18. How often do you feel that you are distributed by the attempts of encounter intervention of local influences and vested interests in implementing the livestock programmes and job activities? (a). Always (b).Usually (c). Sometime (d). Rarely (e). Never 19. To what extent, do you feel that quantum of work assigned to you is adequate in relation to your capabilities and resources at you disposal? (a). Much more than adequate (b). More than adequate (c). Adequate (d). Less than adequate (e). Very much less than adequate 20. This department has adequate number of field level functionaries To what extent do you agree with this statement? (a). Strongly agree (b). Agree (c). Neither agree nor disagree (d). Disagree (e). Strongly disagree 21. How adequate is the authority you have for carrying out your job related duties. (a). Adequate authority (b). Considerable authority (c). Some authority (d). Least authority (e). No authority at all 22. To what extent you are clear about the reporting relationship in your department? (a). Very clear (b). Clear (c). Somewhat clear (d). Least clear (e). Not at all clear 23. How often do you receive work allotted instructions from sources other than the superiors of your department? (a). Always (b).Usually (c). Sometime (d). Rarely (e). Never 24. What extent do you agree to the statement that job positions in your department are so structured that there is no serious overlapping of job duties? (a). Strongly agree (b). Agree (c). Neither agree nor disagree (d). Disagree (e). Strongly disagree 25. To what extent do you feel that, your academic qualifications are utilized in this department? (a). Fully utilized (b). Considerably utilized (c). Somewhat utilized (d). Least utilized (e). Not at all utilized 26. How much satisfied are you with the promotional policies of your department? (a). Fully satisfied (b). Satisfied to considerable extent (c). Somewhat satisfied (d). Least satisfied (e) Not at all satisfied 26. Performance evaluation system employed in your department is, (a). Fully satisfied (b). Satisfied to considerable extent (c). Somewhat satisfied (d). Least satisfied (e) Not at all satisfied 27. To what extent the major tasks performed by you in your department match your academic qualifications and training? (a). To desirable extent (b). To considerable extent (c). To some extent (d). To a little extent (e). Not at all 28. To what extent you are satisfied with the administrative problems and grievances of the employees and clients of your department? (a). Fully satisfied (b). Satisfied to considerable extent (c). Somewhat satisfied (d). Least satisfied (e) Not at all satisfied
2. Job performance Given below are the items relating to the job of VOs and VLIs. Please indicate the appropriate answer.
ME More Efficient E Efficient LE Less Efficient Statements SI No. 1 Planning to allot time for guidance, training supervision and organizing of field activities viz., vaccination, AI programmes, disease prevention programmes. 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Planning and providing relevant technical support to all the VLIs, VLAs farmers working with you. Planning and using instructional aids in all educational and other field activities. Planning for conducting of vaccination, AI programmes, disease prevention programmes with SMS, VOs and others to conduct as planned. Planning to visit fields for vaccination, AI programmes, disease prevention programmes insuch a way to help SMS, VOs and others. Guiding and training the subordinate and farmers to build up their professional competence. Guiding and helping the subordinates on the formation of appropriate livestock programmes. Guiding and helping the VLIs, VLAs, farmers and others to carry out their activities as plan. Guiding and helping the subordinate to analysis the diseases and other field problems and find out the solution. Visiting to subordinates office to support, supervise and evaluate their work. Supervising to ascertain that farmers are receiving appropriate technical recommendation. Supervising to ensure whether farmers are adopting appropriate recommendation. Supervising to see that contact farmers have been selected as per guidelines. Supervising to ensure that non-contact farmers are also systematically contacted. Supervising to ensure that all subordinates of their range will participate regularly. Submitting all the reports promptly in the prescribed forms with all details Timely reporting the problems of farmers with relevant details Maintaining a simple daily dairy in which field activities and observation are recorded. Providing information on medicines and other input supply and demand and market condition relying on subordinate. Informing the sources of medicines and other input availability and market facilities to farmers. Maintaining allied relation with other agencies. Attending any other duties assigned by the higher authority of the department. Attending all the meeting, field activities without fail
ME
LE
4. What are your suggestions for improving the organizational climate of your department ? 1________________________________________________________________ 2________________________________________________________________ 3________________________________________________________________ 4________________________________________________________________ 5________________________________________________________________ 5. What are your suggestions for improving your performance ? 1________________________________________________________________ 2________________________________________________________________ 3________________________________________________________________ 4________________________________________________________________ 5________________________________________________________________ Thank you for spending your valuable time on this task. I keep your information confidential.
A STUDY ON ORGANIZATIONAL CLIMATE PERCEPTION BY VETERINARY OFFICERS(VOs) AND VETERINARY LIVESTOCK INSPECTORS(VLIs) OF DEPARTMENT OF ANIMAL HUSBANDRY AND VETERINARY SERVICE, KARNATAKA
A.L. SANDIKA 2006 Dr. J.G. ANGADI MAJOR ADVISOR
ABSTRACT
This study was conducted during 2005-06 in Belgaum district of North Karnataka to assess the organizational climate perception by VOs and VLIs of Karnataka State Department of Animal Husbandry and Veterinary Service (AH & VS). Organizational climate perception was measured by using a scale, which consisted of 28 items representing seven dimensions of organizational climate viz., communication, decision making, programme planning and implementation, supervision and guidance, organizational structure and personnel management. The VOs and VLIs were selected in proportion to their number in the filed to form a sample of 100. the data were collected by using personal interview. The collected data were analyzed using frequencies and percentages, t-test and simple correlation. Majority of VOs (55.0%) and 45.0 per cent of VLs perceived the organizational climate as favorable. Whereas, the most favourable perception was observed with only 15.0 per cent VLIs and 34.0 per cent VOs. On the contrary, less favourable perception was noticed with more number of VLIs (40.0%) as compared to VOs (11.0%). Further, there existed a significant difference between means of organizational climate perception of VOs and VLIs. Age, job experience, job involvement and job satisfaction had positive and significant association with organizational climate perception of Department of AH & VS by both VOs and VLIs whereas, job stress has a negative and significant relationship with organizational climate perception. The variables such is information seeking behaviour, perceived work load and availability of facilities and resources has shown non significant relationship in case of VOs while, education, training and perceived work load had a non-significant relationship with the level of organizational climate perception of VLIs. Provide adequate facilities, implement appropriate promotion scheme, increase the salary and salary increments were major suggestions expressed by both VOs and VLIs to improve the organizational climate of the department. In addition, VOs have suggested to fill the vacancies and introduce the appropriate trainings to upgrade the knowledge and skill to improve the organizational climate. The other suggestion expressed by VLIs was consider the subordinate suggestions while developing and implementing the programmes.